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The arts and cultural sector has always been a challenging area in which to find business success; the advent of the global health crisis due to COVID-19 has greatly amplified these challenges. Thanks to the expertise of 22 scholars, this text elaborates on the most common key strategic mistakes and misunderstandings to help arts and cultural organizations finding success.
This book starts by looking at the evolution of competition in those industries. Several new and challenging drivers shape the competitive environments of arts and cultural organizations. A customer-centric approach helps in identifying ten crucial managerial processes in which strategic mistakes are commonly made. This book proposes a revised managerial vision of the key processes that constitute every arts and cultural organization. Each chapter offers an innovative analysis of a classic managerial problem, describing popular mistakes and providing case-based insights derived from real world important examples. Specifically, each chapter elaborates on two illuminating examples, one of which is always chosen among the Italian arts and cultural organizations, thus belonging to the world's leading cultural sector.
Speaking to current and student arts managers, this insightful book channels national and supranational cultural heritage to provide essential reading for managers of present and future arts and cultural organizations.
This book starts by looking at the evolution of competition in those industries. Several new and challenging drivers shape the competitive environments of arts and cultural organizations. A customer-centric approach helps in identifying ten crucial managerial processes in which strategic mistakes are commonly made. This book proposes a revised managerial vision of the key processes that constitute every arts and cultural organization. Each chapter offers an innovative analysis of a classic managerial problem, describing popular mistakes and providing case-based insights derived from real world important examples. Specifically, each chapter elaborates on two illuminating examples, one of which is always chosen among the Italian arts and cultural organizations, thus belonging to the world's leading cultural sector.
Speaking to current and student arts managers, this insightful book channels national and supranational cultural heritage to provide essential reading for managers of present and future arts and cultural organizations.
"This book is a must read. It offers a fresh view of arts management through a framework examining common mistakes or misunderstandings about managing and marketing in the arts. Arts organization are developed around a central artistic vision, but the sound management and marketing principles offered in this book will help artists, curators and artistic directors to realise artistic dreams."
François Colbert, Carmelle and Rémi-Marcoux Chair in Arts Management and Co-Director, Master of Management in International Arts Management, HEC Montréal, Canada
"This book takes a fresh approach with "common mistakes" as the starting point for how to address classical problems in cultural management. The authors also recognize the need for more international perspectives, more international examples, and more strategies that apply beyond the local and national."
Constance DeVereaux, University of Connecticut, USA. Editor of Arts and Cultural Management (Routledge, 2018)
François Colbert, Carmelle and Rémi-Marcoux Chair in Arts Management and Co-Director, Master of Management in International Arts Management, HEC Montréal, Canada
"This book takes a fresh approach with "common mistakes" as the starting point for how to address classical problems in cultural management. The authors also recognize the need for more international perspectives, more international examples, and more strategies that apply beyond the local and national."
Constance DeVereaux, University of Connecticut, USA. Editor of Arts and Cultural Management (Routledge, 2018)